Texaco Annual Report
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TEXACO ANNUAL REPORT In an era of change intelligence prevails. A destabilized world economy... A financial crisis that devastated the economies of Asia spread in successive waves to Russia and Latin America, slashing world gross domestic product growth from a robust 4% increase in 1997 to a meager 1.6% increase in 1998. slowed growth in the demand for oil... Annual growth in world oil demand slowed abruptly, from 2 million barrels per day in 1997 to about 400,000 barrels per day in 1998. increased oil inventories... OPEC and some non-OPEC producers cut production in the second half of 1998, but year-end oil stocks were at least 200 million barrels higher than normal. and contributed to falling oil prices. Crude oil prices plunged by 30% from 1997. These were the facts of life for everyone in the energy business during 1998. But the energy business is volatile and cyclical by nature.The question is not if there will be tough times, but how to keep adding value in spite of tough times.At Texaco we have a clear vision of what needs to be accomplished, an abundant supply of human and intellectual energy, and the will to get the job done. Peter I. Bijur Chairman of the Board and Chief Executive Officer The energy within us The challenge of today’s market conditions isn’t just in the fields or at the gasoline pumps. It exists throughout Texaco, and it’s being met with a powerful investment in human energy. We’re using tech- nology to reduce the cost of finding and developing oil and gas.We’re reorganizing upstream operations to maximize value from existing fields and run leaner. We’re focusing on higher-return projects and adding to our reserve base. We’ve entered into joint ventures to strengthen our downstream position.And we’re developing a gener- ation of new and diverse leaders at all levels of our company. 4 5 27,562 feet Deeper than most can dream To reach oil, we drill almost as deep as Mount Everest is high. If that sounds like a stretch, consider the lengths Texaco people go to find the oil that fuels an energy-hungry world: We were among the first in the Gulf of Mexico to drill a multilateral well, a technique that simulta- neously taps oil-bearing strata in several directions from a single pipe. Where waters are especially deep and platform construction is pro- hibitively expensive, our remote-operated subsea production systems connect to processing facilities up to 28 miles away.And our platform sits atop 27,562 feet of pipe, connecting us to oil fields that were once economically and physically unreachable. 6 Reduce, reuse, recycle Because Texaco benefits from the world’s natural resources, we have an obligation to find and use those resources with utmost care and efficiency. Reducing, reusing and recycling are not only the right things to do, they are good business. Our operations now help irrigate deserts and illuminate cities: In California, we’re treating millions of gallons of water a day as part of our extraction process to help grow crops in the parched San Joaquin Valley. We’re using cogeneration — producing electrical power and steam from a single energy source — to convert fuels such as natural gas to electricity for home and industrial use.Worldwide, our leading gasification tech- nology enables refiners, utilities and others to make fuel, power and chemical products more efficiently, reducing emissions and waste. Virtual exploration, real rewards Texaco exploration teams take their hunt for oil and gas indoors, equipped with the world’s best data and technology. Over land, infor- mation is gathered by aircraft outfitted with ground-penetrating radar and electromagnetic scanners. At sea, data from reflected sound waves are collected by mobile hydrophone buoys that Texaco adapted from Cold War-era submarine-detection technology.Texaco geoscientists model these data into clear, 3-D images, pinpointing high- potential oil and gas deposits. “Seeing” into the Earth before drilling means a massive reduction in time and cost. What used to take weeks and months now takes hours and days. In the field, “ virtual” exploration is yielding outstanding results, discovering real oil and natural gas from the United States to Trinidad, West Africa and the Middle East. 7 100% lean Texaco now competes in some markets where a gallon of gasoline costs less than a gallon of milk.That stark fact underscores the chal- lenge Texaco and our industry face: how to maintain acceptable returns during a low-price cycle.The answer is to drive costs lower and maximize the return on assets wherever possible.While our oil and gas production was up 9% in 1998 and has grown by a total of 19% since 1995, we’re still reducing our overhead and production costs. Our lifting costs and our finding and development costs already rank among the industry’s best. 8 9 Priming the pump Texaco and its joint venture partners Shell and Saudi Refining, Inc. are together the largest gasoline marketers in the U.S., with approximately 23,600 outlets and a 15 percent market share. These alliances — Equilon Enterprises and Motiva Enterprises — are on their way to capturing about $800 million in annual savings (over $300 million for Texaco alone) that we anticipated when we created them in 1998.With Chevron, our Fuel and Marine Marketing joint venture is expected to yield more efficiency and growth opportuni- ties. Globally, our longstanding Caltex affiliate, whose 13 refineries in 10 countries support about 8,000 retail outlets, is reorganizing to improve its competitiveness in the Asia-Pacific market and save Texaco $25 million annually. 10 Financial Highlights (Millions of dollars, except per share amounts in dollars and ratio data) 1998 1997 Revenues $ 31,707 $ 46,667 Income before special items and cumulative effect of accounting change $ 894 $ 1,894 Diluted per common share $ 1.59 $ 3.45 Return on average capital employed 6.5% 13.0% Net income $ 578 $ 2,664 Diluted per common share $ .99 $ 4.87 Return on average capital employed before cumulative effect of accounting change 5.0% 17.3% Cash dividends paid Common $ 952 $ 918 Per share $ 1.80 $ 1.75 Preferred $ 53 $ 55 Total assets $ 28,570 $ 29,600 Total debt $ 7,291 $ 6,392 Stockholders’ equity $ 11,833 $ 12,766 Capital and exploratory expenditures $ 4,019 $ 5,930 Per common share Common stockholders’ equity $ 21.24 $ 22.75 Market price at year-end $ 53.00 $ 54.38 Return on average stockholders’ equity before cumulative effect of accounting change 4.9% 23.5% Total debt to total borrowed and invested capital 36.8% 32.3% TOTAL REVENUES CAPITAL AND TOTAL DEBT TO TOTAL (Billions of dollars) EXPLORATORY EXPENDITURES BORROWED AND INVESTED CAPITAL (Billions of dollars) (Percent) $50 $6.0 40% $40 $4.8 32% $30 $3.6 24% $20 $2.4 16% $10 $1.2 8% 1996 1997 1998 1996 1997 1998 1996 1997 1998 TEXACO 1998 ANNUAL REPORT 11 Operational Highlights 1998 1997 Net production of crude oil and natural gas liquids (Thousands of barrels a day) United States 433 396 International 497 437 Total 930 833 Net production of natural gas – available for sale (Millions of cubic feet a day) United States 1,679 1,706 International 548 471 Total 2,227 2,177 Natural gas sales (Millions of cubic feet a day) United States 3,873 3,584 International 664 592 Total 4,537 4,176 Refinery input (Thousands of barrels a day) United States 698 747 International 832 804 Total 1,530 1,551 Refined product sales (Thousands of barrels a day) United States 1,203 1,022 International 1,685 1,563 Total 2,888 2,585 Worldwide net proved reserves as of year-end Crude oil and natural gas liquids (Millions of barrels) 3,573 3,267 Natural gas (Billions of cubic feet) 6,517 6,242 NET PRODUCTION OF NET PRODUCTION OF WORLDWIDE NET PROVED RESERVES CRUDE OIL AND NATURAL GAS LIQUIDS NATURAL GAS AVAILABLE FOR SALE (Millions of barrels of oil equivalent) (Thousands of barrels a day) (Millions of cubic feet a day) 1,000 2,500 5,000 800 2,000 4,000 600 1,500 3,000 400 1,000 2,000 200 500 1,000 1996 1997 1998 1996 1997 1998 1996 1997 1998 United States International United States International 12 TEXACO 1998 ANNUAL REPORT To Our Stockholders: 1998 was the toughest time we have faced in my 33 years with the Company. Despite an excellent operational performance, our financial results were sharply lower than the out- standing results we turned in for 1997. Although our financial results may not show it, we did what we said we would do in 1998.We achieved our key operational goals by increasing production 9% over 1997, replacing 166% of our production and making a significant exploration discovery in Nigeria.Also, our new joint ventures with Shell and Saudi Refining, Inc. in the U.S. downstream are up and running. However, all of this was not enough to offset the disappointing impact that low commodity prices had on the price of our stock. A difficult price environment, however, is an excuse we simply don’t accept. Our goal is to outperform our competitors in creating shareholder value, whatever the price environment. That is why we made tough choices in 1998, and why we are continuing to take disciplined actions to keep the Company strong and healthy in this challenging environment.And when the market recovers, we will be ready to quickly seize opportunities and make the best use of the technologies and streamlined structure that are revitalizing our business.